Regardless of whether you are top-level management or a front line leader, the TOC-Self Learning Programs will provide you with invaluable knowledge and information you can put to work right away in Production, Finance & Measurements, Project Management & Engineering, Distribution & Supply Chain, Marketing, Sales & Buy-In, Managing People, and Strategy & Tactics.

Each TOC-SLP is composed of a working notebook and 2 (two) CD-ROM’s, carefully produced to ease its usage and maximize the learning experience. The users can learn at their own speed and easily review any of the material, as they need!

How can we replicate Alex Rogo‘s achievements described in the book, The Goal? The key lies in the ability to transform production from the prevailing cost-world mentality into the common sense approach of the throughput-world mentality.

A shift in mentality is necessary in order to deduce the mandatory procedures; the Drum-Buffer-Rope (the logistic mechanism) and Buffer Management (the control mechanism).

Every reader of The Goal is aware that common sense will not prevail on the shop floor unless the financial approach changes. Cost-accounting based measurements are devastating. What is less known is that the damage is not restricted to the shop floor - it is even more profound in marketing, sales and especially engineering. So what is a sensible financial approach which bridges the gap between the bottom line measurements (the profit and loss statement and the balance sheet) and the local measurements (efficiencies, pay-back period, product cost, etc.)?

Projects, like operations, involve many resources which have to carry out many tasks in order to accomplish pre-determined end results. Projects (especially in multi-project environments) have characteristics which drastically differentiate them from production. Can we finish projects ahead of time, within the allotted budget and without compromising on the content?

With the exception of companies whose stated business is retail, most companies tend to ignore distribution. This is a huge mistake. Since every company is a link in a supply chain, most already realize that as long as the end consumer has not bought, nobody has sold. The biggest clot in the supply chain - the majority of the inventories - are usually found in the distribution stage. If a company wants to prosper its managers must understand how to help the distribution link to drastically improve its performance.

Marketing should not be confused with sales nor with advertising. Marketing is the ability of the company to bring the market to want its products. In other words, the ability to create a competitive edge. Rarely can a company devise effective marketing without the involvement and contribution of managers from all functions. The challenge is to put the systematic framework that enables everyone to contribute.

Not just the sales people but every manager in every company is required to sell; to sell their products, their suggestions and decisions, to clients, bosses or their own people. Is there an effective, systematic way to sell; to overcome resistance to change?

The essential topics required to manage people are well known: conflict resolution, empowerment, team building, etc. What is not well-known is that the TOC logical approach to derive solutions for the more "tangible" topics is equally effective at providing powerful methods to manage people. In the long term this program probably provides the most important know-how.

The objective of any company is to implement an effective and lasting Process Of OnGoing Improvement. Unfortunately, after the initial thrust most improvement efforts stagnate. This program molds the TOC know-how into a clear, over-all strategy backed up by detailed tactics. This long term strategy ensures that the rate of improvement continues to grow over time.

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